Type at Work Report

Type Dynamics IndicatorVersion I

Lauren Murray27th January 2016

When you answered the questionnaire you were asked to indicate your preferences regarding a number of different pairs of words or phrases. From analysing your responses, certain themes can be identified. These themes can be used to suggest the style and approach that you are likely to find most comfortable - something that others may recognise as your ‘personality’.

Your personality, together with your values and your motivation, are core components of your identity. Identity is something that continues to evolve throughout our lives, but taking stock of who we think we are can be really useful in helping us to recognise what we do and what we want to do – and to take responsibility for our own future.

What follows in this report is a description of your preferences. Remember though that your preferences alone do not fully define you; nor do they limit you. We are all complex and adaptable beings who respond to situations in a variety of ways which are not always defined by our personality. A knowledge of your ‘personality’ therefore can only suggest ways in which you might prefer to behave in a given situation. It does not determine what you actually do.

Your ResultsThe style which is suggested by your pattern of responses to the questionnaire is described in the following pages. Remember that the name assigned to this style is just a label to help you to remember this complex set of preferences. Such a label sometimes suggests things that were not intended so please remember that it is not a definition and it does not encapsulate the complexity of your personality.

In this report you will see some ideas and suggestions about the implications of your set of preferences.

When reading your results, do bear in mind that:

These are only suggestions and only define what you seem most comfortable with - not necessarily what you are good at.Everyone can adapt his/her style to fit different circumstances - although some people find it easier to adapt than others.Sometimes your answers do not give a clear-cut pattern and so the ideas and suggestions below may not always fit closely - so feel free to identify those that fit

and to question those that don’t. If you find yourself questioning the accuracy of the report, before rejecting the

suggestions it can be useful to imagine that they are true for some part of your life. Ask yourself where (specific situations) or when (perhaps when you were younger) they might be true - such an approach is generally more useful.

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People with this style are the most sociable of all the types. Harmonisers need jobs that involve people and situations where they can promote goodwill and co-operation. They are energised by interaction and harmony and get their best ideas through discussion with others. They abhor isolation and play an extremely important role in humanising the workplace – by remembering names, engaging in social niceties, attending to others’ needs and trying to ensure comfort and harmony through inclusion and consideration.

They spend time nurturing others, showing enormous understanding and empathy and can be relied on to remain very loyal. However, they are not lax. When it comes to work they are generally organised, brisk in attending to practical issues and persevering in getting things done.

Harmonisers are likely to:• Makepeoplefeelwelcomeandcreatean atmosphere of harmony and co-operation • Managedaytodaypressuresandmultiple tasks relatively easily• Workwithpeopletohelpthemdeliverontime and to expected standards• Havearespectforrulesandtradition• Showanabilitytoworkwithawiderangeof people in an affirmative way

Harmonisers may need to:• Stoptryingtopleaseeveryone• Acceptthatnoteverythingneedstobeclear and structured• Learntospeculateandlivewithuncertainty for longer before making decisions• Introducemorestrategicthinkingandlogical analysis to some problems• Allowsomeconflictstotaketheircourse- intervening to create harmony is not always necessary

Apenportraitofthe Harmoniser

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is in this report?

The next few pages will now provide you with some food for thought - they give suggestions and possible implications of what your reported preferences could mean.

This can help you to think about how you manage work, home, your leisure and your relationships.

On the previous page, you read a pen-portrait of your preferred style. The remaining sections of this report describe the meaning and implications of this style in detail. They begin with a graphical representation of your profile and then further detail is provided under the following headings:

As you read the report, make a note of what you agree with and what you disagree with. Where you disagree it may be because your answers were not reflecting your real style and motivation or it may be that the report has over-generalised from what is true of most people but which does not actually apply to you. You can use the ‘Summary Descriptions of the 16 Types’ and the ‘Reflections and Learning’ sections at the end of the report to consider alternatives that may fit you better. Remember that the report is to stimulate your thinking rather than to limit your choices.

• Yourprofile• Whydoyouwork?• Whatkindofworkdoyouwant?• Whatisyourstyleofworking?• Whodoyouwanttoworkwith?• Howmightothersseeyou?• Yourmainassets• Areastoconsiderdeveloping• Exploringyourprofile• Summarydescriptionsofthe 16types• Reflectionsandlearningfrom thisreport

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Your profileYour answers to the questionnaire are showngraphically below with a brief description ofeach of the eight preferences grouped into 4pairs.

Low Medium High

Where your energy comes from

What you pay attention to

How you decide to do something

How you like to live your life

People and things in the world around you

Your own ideas, thoughts and emotions

Your experience and what your senses tell you

Patterns, connections & future possibilities

By using thinking, logic & the facts

By using feelings, values and what seems fair

Being organised and having a plan of action

Letting things happen and seeing where it takes you

E: Extraversion

I: Introversion

S: Sensing

N: Intuition

T: Thinking

F: Feeling

J: Judging

P: Perception

The diagram shows the four pairs of preference which are investigated by the Type Dynamics Indicator. These preference pairs are:

Extraversion - Introversion (E vs I) . . . . . .

Sensing - iNtuition (S vs N) . . . . . . . . .

Thinking - Feeling (T vs F) . . . . . . . . .

Judging - Perception (J vs P) . . . . . . . .

which is about where your energy comes from

which is about what you pay attention to

which is about how you decide something

which is about how you like to live your life

For each of the above pairs, you will probably prefer one side to the other. For example, ifthe diagram above shows that the bar for Introversion is longer than the bar for Extraversion,that would mean that you prefer to get your energy more from your own thoughts and ideasrather than from people and things and the world around you. If the bar for Extraversion islonger than the bar for Introversion, then the opposite would apply.

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In your case, your preferences (as shown by the longer blue bars) can be summarised by the 4-letter code ESFJ. In other words, your preferences are for Extraversion, Sensing, Feeling and Judging. This 4-letter code is nicknamed 'the Harmoniser' and this name was used in the pen portrait shown earlier in this report.

We can also look at the size of the differences between your preferences for each pair. Forsome of the pairs, the difference might be very slight - in other cases, it might be muchlarger. The diagram below shows your results in terms of how clear the differences were foreach pair.

E I

S N

T F

J P

PREFERENCE

Very clear Slight Slight Very clear

Gain your energy frompeople and things in theworld around you

Gain your energy fromyour own ideas, thoughtsand emotions

Pay attention to yourexperience and what yoursenses tell you

Pay attention to patterns,connections and futurepossibilities

Decide by using thinking,logic and the facts

Decide by using feelings,values and what seemsfair

Being organised andhaving a plan of action

Like to let things happenand see where it takes you

If you have a very clear preference for any one of the above pairs, then you are likely to useyour preferred style in the majority of circumstances. Though there are some people whoshow a very clear preference but who can also use the opposing style where circumstancesrequire and so are still able to be flexible in how they approach particular situations.

If you have either no preference or just a very slight preference, this could mean that you useboth styles in your everyday life, perhaps switching from one to the other by consciouslyadapting to circumstances. On the other hand, it could also indicate that you are unclearabout which alternative you prefer. What may seem to others like flexibility could instead beyour attempt to adapt to different circumstances, perhaps without sufficient regard for yourown preferences. We refer to this as a 'corridor' preference. For example, imagine a room onone side of the corridor for people who have extraverted preferences and a room on theother side of the corridor for people with introverted preferences. Someone with just a slightpreference may linger in the corridor, occasionally opening each door and sometimesstepping inside but never feeling committed to going fully inside and relaxing there.

On the following page, you can read a summary of 'clear' and 'corridor' preferences.

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Summary of clear versus less clear (or 'corridor') preferences

When your results are clear When your results are less clear (or 'corridor')

This suggests that you have very little uncertainty

about your own preference. This makes it more

likely that this preference will be obvious and

recognised in the way you approach life. Such

clarity can sometimes be helpful and distinctive but

sometimes it can come across as a little rigid and

unappreciative of the other preference (both in

yourself and in your attitude to others). N.B. Being

clear about a preference is a different question to

that of how strong or weak the preference is.

This suggests that you recognise both preferences

in yourself. This can make you flexible in the way

you approach life and can help you appreciate other

people with different styles. Alternatively it could

mean that you are uncertain and this could make

you waver between the two depending on

circumstances or mood. If such wavering creates

tension for you, it can be useful to try to clarify which

of the two preferences is more fundamental for you.

Each of us is constantly developing and updating how we think about ourselves and it isimportant therefore to realise that your profile of preferences, as depicted in the diagrams onthe previous pages, represents the way you answered the questions at the time - and this, inturn, reflects how you are (or were) when you answered the questionnaire.

It is possible for your profile to change as you develop your ideas about what is mostimportant, natural and rewarding for you. Not only the direction of your preferences maychange over time but also the clarity of those preferences. Some preferences which are onlyslight may become stronger over time and others which are currently strong may becomeless clear. Please bear this in mind as you read the more detailed implications of yourpreferences in the next few pages.

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Your preferences in detailIn the sections that follow, your preferences as'a Harmoniser' are discussed in more detailunder a number of separate headings.

Why do you work?

The purpose of work

Harmonisers have an over-riding need for work that helps and serves other people in adirect, visible way - not humanity in general, but people in particular. Harmonisers getenormous pleasure from 'doing something nice and useful for someone' and this makes themseek work where this can happen. Their values are usually based on such fundamentals ofhuman existence as creating harmony, making individual lives better and buildingcommunities. They are therefore well represented in the 'caring professions.'

In summary:

• To contribute towards establishing a moral and social order

• To help and serve people in a face-to-face and personal way

• To create a warm, positive, appreciative atmosphere

• To enjoy the material side of life

• To contribute practical, 'no-nonsense' outcomes.

The work environment

Harmonisers like work environments which are active with plenty of people to interact withand where results are tangible and immediate. They like to get on with things in a helpful andpractical way. This is not just about being nice and friendly. They appreciate goodorganisation and value people who are highly competent. They also don't stand on ceremony- if needed, Harmonisers will roll up their sleeves and participate in whatever needs doing!They are heavily represented in education, healthcare, religion and any activity concernedwith home and relationships.

In summary:

• Plenty of activity and people

• A general willingness for everyone to 'muck in'

• A strong sense of community and working together

• Activity which is practical, hands-on and helpful with immediate results.

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What kind of work do you want?

Types of activity

Harmonisers prefer jobs where they can give and receive warmth and approval. Thisrequires plenty of human contact and plenty of opportunity for the Harmoniser to contribute tothe moral climate - which means ensuring that people are treating each other well. They likethe work to be carried out briskly and effectively so that their customers (or patients,students, parishioners etc.) are being cared for in the best possible way. Harmonisers alsolike things settled and ordered in a practical sense. They are comfortable with systems andprocedures as long as they are humane and helpful rather than mechanical andbureaucratic. They are not averse to managing detail and tend to be patient and disciplined.For example, they are not too proud to read the instructions before opening the box. As aresult they are often skilled in operating computers and other office or medical technology -but seldom want to be the technical specialists since they usually want a more active andpersonal role.

In summary:

• Following systems and procedures rather than creating new approaches

• Implementing an orderly process rather than expressing spontaneity

• Dealing with people rather than concepts or 'things'

• Building on tradition rather than generating and creating something new

• Being part of a group rather than working alone

• Dealing with specifics rather than big picture and grand strategy.

Types of contribution

Because they are such social beings, Harmonisers seldom work alone and are often found inlarge organisations. But however big the organisation, they will typically create a little worldaround them - in their team, their office, their surgery, their classroom - which reflects theirwish to bring the values of home life into the workplace and create a kind of family out of theircolleagues and work contacts. They are not interested in complex or abstract theories andnot generally interested in pushing back the frontiers of knowledge or science, but are veryskilled at handling the complex, varied and multiple human situations which confront themeach day.

In summary:

• Creating a friendly and personal environment

• Building a sense of co-operation and community

• Immediate and practical help

• Defusing blame with their tendency to accept rather than to criticise

• Keeping grounded, focussing on the facts rather than abstract theories

• Communicating direct and face-to-face rather than by notes and emails.

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What is your style of working?

Managing time

Harmonisers like to work in an ordered, regular way, free to manage and organise but withina settled framework. They are excellent organisers, able to juggle a lot of facts andremember information - for example they are amongst the best at 'never forgetting a face!'Although disciplined and competent in organising their own time, they will always make timefor people and often organise their time as well! This can sometimes be to their owndetriment, since a conflict may arise between the demands of the job and the needs of theperson. They are amongst the best at multi-tasking (i.e. managing several things at once)and can happily juggle social chit-chat with on-going activities and changing priorities.However, this can be hard for those they work with who may find it more difficult to chat andto get on with the job at the same time.

In summary:

• Like clarity and regularity

• Can multi-task and keep track of them all

• Manage their own time and still have time for others

• Plan ahead, keep track of things, allocate time carefully.

Getting results

Harmonisers get results by remaining focussed and active. They keep a good sense of whatneeds to done and by when. They use their strong organisational skills, their diplomaticcharm and their firm judgement to keep on top of heavy workloads rather than necessarilyspending long hours in the workplace. This is because they place a great deal of importanceon balancing work and leisure - responsibilities to home and friends are very important.However, they do not skimp on their work, generally fit a lot into a day by remainingwell-organised and structured. This earns them the reputation for being quick and efficient.They are also very clear about the importance of business goals. They have their feet firmlyon the ground and are well aware how many beans make five. Consequently they keep theireye on results and targets and will work doggedly to achieve what has been set.

In summary:

• Finishers rather than starters

• Handle multiple demands - ringing phones, waiting customers - skilfully

• See results in personal, practical terms, not bottom line and balance sheets.

Managing change

Harmonisers enjoy variety - change they are less fond of. They prefer to pick up andcomplete tasks that have already been set up and have little appetite for 'blueskying.' Theytend not to see themselves as innovators and are more likely to be implementers of changerather than movers and shakers. Entrepreneurial targets and expansive business plansseldom excite them. They tend to prefer stability, common sense and an ongoing opportunityto provide what people want.

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In summary:

• Like variety but not necessarily change - need to keep a framework within which towork

• Take new ideas and make them practical rather than inventing from scratch

• Evolution preferred to revolution - need some stability

• Preference for tradition and for the tried-and-tested.

Who do you want to work with?

Interaction needs

Relationships are everything for Harmonisers. They want their friendships to be harmoniousand will work hard to make that happen. In all relationships, even business ones, they willalways seek that personal element which helps them to relate to them as people as well asjust as a role or a position. This need for personal connection makes them seek out or createan atmosphere of approval. They want to like you but their subjectivity does mean that theycan make snap decisions against people, as well as for them. Harmonisers sometimes find ithard to restore a balance between quick subjective judgements and evaluating people moreobjectively and fairly.

In summary:

• Strongly motivated to create positive and harmonious relationships

• Hate conflict - but hate coolness and indifference even more

• Seek a warm and personal atmosphere in all their relationships

• Want to trust others and so accept others readily until basic values offended

• Desire a wide circle of friends and will do anything for them.

Relationship style

Harmonisers are warm and chatty and they like others to talk too. Small talk isn't small tothem and they can be offended by behaviour which others regard as simply being'business-like'. This is particularly true in a management context where they treat those whowork for them as people and expect the same from the person who manages them. Smallthings send big messages - a hello or a thankyou counts a lot, and its absence does not gounnoticed. For example, they have lots of friends, they are likely to remember all theirbirthdays and they usually remember to acknowledge it with a card or gift. It can beparticularly hurtful if others don't reciprocate! Harmonisers create an atmosphere of approval- which is not necessarily always deserved! The flipside of this subjectivity of values is thatHarmonisers can make snap decisions against people, as well as for them, and can find ithard to restore their balance and see other people more objectively and fairly.

In summary:

• Warm, kind and inclusive

• Want to get to know everything about others - can be overwhelming

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• Love to talk, don't always know when to stop

• Idealise those they love and respect - can close out those they don't

• Give, but also expect, attention to little things - manners, flowers, birthdays

• Family values and the belief that 'family comes first'.

How might others see you?

As a leader

Harmonisers do not seek leadership - but they do willingly take on responsibility. Theytherefore find themselves in leadership positions without expecting to be there. As leaders,they succeed by establishing a climate in which people feel valued, safe and cared for. Theyensure that there are systems and procedures to get the work done and that every voice isheard. They tend to create a small team within the organisation - a kind of work family wherethere are clear agreed rules, where senior members are respected and junior ones areencouraged. They lead best when they can appeal to values to do with practical benefits forspecific groups of people - not some vague humanitarian effort or some hard business case.

In summary:

• Get elected rather than seek leadership positions

• Leadership based on moral principles - sense of right and wrong

• Lead people rather than thought or vision - create an atmosphere where all cancontribute and feel valued

• Most comfortable when leading towards clear, practical and humanitarian benefits.

As a manager

Management comes easily to Harmonisers. They combine a zest for organising, a love ofdetail and an enjoyment of people. They happily take responsibility for setting up, runningand monitoring systems and their follow-through makes sure that decisions are put intopractice and not left hanging. Sometimes their concern for others can be overdone - perhapstoo nurturing without allowing enough freedom? However, they do not have much taste forthe cut-and-thrust of tough performance management. They prefer the day-to-daymanagement rather than long-term, the conceptual or the strategic. Combine this with theirdislike of office politics and moral compromises or their unwillingness to accept work hoursthat disrupt home commitments and you may understand why they sometimes side-steppromotion - thus avoiding the Peter Principle whereby people are promoted to their level ofincompetence!

In summary:

• Natural managers who love helping, organising and ordering

• Set up systems for monitoring without being officious or bureaucratic

• Regular, self-disciplined, good with detail, expect others to be similar

• Encouraging and generous with praise

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• Do not enjoy the times when tough performance management is needed

• Material environment matters: the office will be tidy and well cared for

• Manage through people with a concern for their development.

As a decision-maker

Harmonisers decide with reference to personal, subjective values. This is a mixed blessing.Sometimes their judgement is sound and sometimes not - but where it is not, it can becomehard for them to take an objective view. They want to rely on their personal feelings andvalues and do not like to admit that these have let them down. They can then becomeimpervious to any kind of logical or factual evidence to the contrary. They are at their bestwhen they are dealing with an area where they have experience and are dealing with theirknown world.

In summary:

• Personal values always underlie decisions - sometimes a strength, sometimes a blindspot

• Support values with facts - often sceptical about intuition and seek evidence

• Want things sorted and decided, hate ambiguity and uncertainty

• Decisions made reflect their concern for everyone in the organisation - a parental andprotective style

• Can be over-protective: mothering can become smothering.

In resolving conflict

Not surprisingly, Harmonisers hate conflict and will go to great lengths to avoid or overlook it,sometimes pretending that it is not there and often feeling that the costs of tackling it willoutweigh the benefits. This can make them slow to deal with those performance issues thathave not responded to their nurturing and empathic style. Harmonisers are not the ones togo in and act as the trouble-shooter in a difficult situation - rather they are the ones to go inand smooth things over. That being said, Harmonisers are usually far better at handlingconflict than they think. They see themselves as big softies. Others seldom agree!

In summary:

• Hate conflict, will go to great lengths to avoid it

• Approach conflict with a nurturing and empathic style - but can be tough when theybecome the 'parent'

• They can think of themselves as a pushover - but they aren't!

Your main assets

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At their best

Harmonisers are warm, brisk, practical and efficient, confident with detail, patient with thosewho need their help and always keen to get on with the job of helping others. The things theybring are:

In summary:

• An ability to create an atmosphere of harmony and co-operation

• An ability to work with a wide range of people in an effective and affirmative way

• An ability to make people feel welcome and included

• A focus which gets tasks completed on time and to expected standards

• Setting an example of hard work and perseverance whilst balancing home and work

• A respect for rules, authority and traditions

• An ability to handle day-to-day activities and multiple tasks extremely well.

Areas to consider developing

At their worst

A Harmoniser's organisational abilities and concern for others' welfare can degenerate intobossiness - the nurturing parent in danger of becoming the nanny? The things to considerare:

In summary:

• Accepting that the case for change does not have to be proved and grounded inexperience - it can be more speculative

• Considering the longer view and more abstract or strategic issues

• Developing some ideas with a more careful and logical rationale

• Learning to be more assertiveness in certain situations

• Letting some conflicts take their course rather than trying to create harmony

• Not trying to please everyone and recognising the impossibility of doing so

• Letting people make mistakes and paying less attention to their needs.

Your profile shows the set of preferences that you have developed and which you are currently expressing.

It sometimes helps to ask why we have developed particular preferences. Do they reflect values we have absorbed from our experiences or from others around us? Do they result from some sort of pressure we may have experienced in the past? Do they reflect how we really want to be or do we perhaps sometimes wish we were different?

To help you understand more, try to answer the questions in each of the 6 boxes below.

We can think of a person’s preferences, as shown by their profile, as their ‘comfort zone’. In your case:

1. is this comfort zone a positive choice?2. is this comfort zone a way of avoiding something less comfortable?

Our preferences often change as we grow and develop. How different would you say the preferences you now have are to those you had:

1. when you were growing up at home?2. when you were at school?3. in your early adulthood?

Our preferences sometimes change according to where we are and what we are doing. Think about how your preferences might be different:

1. at work2. at home3. in your hobbies or leisure activities

How we are is not always how we want to be. What changes in your preferences would be needed to make your profile:

1. represent your ‘ideal’ of the person you want to be?2. reflect the potential you feel is within you?3. reflect the person you would like to see described in your epitaph?

Sometimes, the person we say we would prefer to be is based on the expectations of others. Thinking in terms of the four preference pairs (or using the 16 summary profiles on the next page), consider how the following might like you to be:

1. your parents?2. your teachers?3. other people who are significant in your life

There are always parts of ourselves that remain relatively hidden or unexpressed. Thinking in terms of the four preference pairs (or using the 16 summary profiles on the next page), do you think there are elements in your profile which might:

1. be under-used or not be expressed?2. become exaggerated when you are under pressure?

The answers above will help you think more about where your reported preferences are coming from.

your profile

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The ideas in this report are based on your answers to the questionnaire. As you reflect more about who you are and how you behave, you may find that your ideas become clearer or change.

Summary description of the 16 Types

Inspectors (ISTJ)Inspectors are careful, thoughtful and systematic. Outwardly composed and matter-of-fact, they can be people of few words. However, they are dependable, loyal and precise making sure that responsibilities are taken seriously and that work is completed steadily and systematically.

Surveyors (ISTP)Surveyors are drawn to roles requiring action and expertise. Socially reserved and loving action, they can be highly energetic when interested. This makes them expedient, realistic, logical and practical. When uninterested they can become disorganised, impulsive and detached.

Trouble-shooters (ESTP)Trouble-shooters are sociable, confident and adaptable pragmatists. They love action and happily use their experience to make things happen. Often charming, straightforward and energetic, they live on the edge treating life as an adventure.

Co-ordinators (ESTJ)Co-ordinators are systematic and delivery-focussed. They like to take charge and get results. Their style will generally be steady and organised and they are often described as tough and efficient leaders. Practical, rational and efficient they may neglect people’s feelings and may not champion change.

Protectors (ISFJ)Protectors are patient, modest and diligent. They show great compassion and support for others - often by taking care of the day-to-day practical details. They are not particularly interested in logical or technical things, preferring a more personal touch and enjoying being helpful, persistent, organised and thorough.

Supporters (ISFP)Supporters are quiet, friendly people who do not need to force themselves, or their views, on others. Caring and sensitive, they accept people and life’s realities as they are. They do not need to over-analyse, they live for the present, being personable, adaptable and sometimes disorganised.

Energisers (ESFP)Energisers are drawn towards others, living their life by engaging, interacting and bringing optimism, hope, warmth and fun to the situations they encounter. They seek people and action, are always ready to join in themselves and usually create a buzz which encourages others to also get involved.

Harmonisers (ESFJ)Harmonisers are sociable, friendly and persevering. They bring compassion and a focus on others which creates a warm and supportive environment. Generally organised and able to attend to practical issues, they are nurturing, loyal and sympathetic whilst keeping a clear focus on getting things done.

Guides (INFJ)Guides are warm, imaginative and amiable. They can be guarded in expressing their own feelings though can show high levels of concern and support for others. They also like to get things organised and completed. In fact, when their values - often involving people and social improvement - are aligned they can become extremely persistent without losing the personal touch.

Idealists (INFP)Idealists are drawn towards others who share their values and who feel deeply about certain issues. These issues guide them in their life and relationships. When all is going well they are seen as warm and gracious individuals who care deeply and who contribute interesting ideas and values.

Improvisers (ENFP)Improvisers are personable, imaginative and sociable types. Willing to turn their hand to anything, they enjoy exploring ideas and building relationships. Their style is generally enthusiastic, engaging and persuasive, tending to be spontaneous and flexible rather than structured and detailed.

Advisers (ENFJ)Advisers are enthusiastic, personable and responsive types who place the highest value on building relationships and showing commitment to people. Generally comfortable in groups, they can be good with words, happy to express their feelings and strong in the promotion of their values.

Investigators (INTJ)Investigators are innovative visionaries with a determination to achieve results. They can be highly independent, needing a great deal of autonomy. Their clear-sightedness and willingness to take decisions makes them conceptual, goal-focussed and visionary leaders. They come across as tough and incisive, sometimes lacking the personal touch.

Architects (INTP)Architects are great thinkers and problem-solvers. Usually quiet and reflective, they like to be left to work things out at their own pace. They can be complex, theoretical and curious, seeking underlying principles and fundamental understanding.

Catalysts (ENTP)Catalysts are energetic change agents who are always looking for a new angle. Often pioneers and promoters of change, they look for active environments where they can discuss and debate new ideas. When with people they inject energy, innovation and fun into their activities.

Executives (ENTJ)Executives are direct, goal-focussed people who seek to influence and get results. They value good reasoning and intellectual challenges. They seek to achieve results and can be tough, visionary leaders who make things happen.

The theory of ‘Psychological Type’ tells us that there are elements of all types within each of us, but in different proportions. It can therefore be useful to think about each of the other types and to see if you recognise some of them as part of you - at least, perhaps for some of the time. Pen-portraits of each of the 16 Types are shown in the table below for you to consider.

description of the 16 types

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and learning from this report

Firstly, think about your results as described in the report above and think about some possible explanations for why you answered the questionnaire the way you did. Then write some notes below about what you feel you have now learnt about yourself.

1. On reflection, the preferences that feel more ‘core’ to who I am are: (circle one of the preferences in each pair)

(If necessary, continue on the back of this sheet or on a separate sheet)

2. If your are finding it hard to identify what is core, please instead list below those pen-portraits from the previous page that you most easily identify with. For each pen-portrait you mention, give an example of the sort of situation in which you feel it comes to the fore and in which it would be an appropriate description of your preferences

3. What I feel I have learnt about myself is:

Use the table on the previous page and write down the name which is given to the combination of preferences you have indicated above:

The reasons these feel more ‘core’ are:

Extravert

Introvert

Thinking

Feeling

Sensing

Intuition

Judging

Perceiving

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